Manager's Toolkit #1: The 5-Minute Check-In That Transforms Team Performance
Forget pointless meetings and box-ticking exercises. This quick chat actually works.
The humble check-in. So simple. So often overlooked. So what?
Regular, brief conversations between managers and team members might be the most powerful tool in your people management arsenal and it’s so flippin’ easy to do. If you aren’t doing it, you should be doing it, otherwise you’re doing it wrong. Doing it.
Traditional management often falls into two extremes: micromanagement or complete hands-off approaches. Neither works particularly well (unless you’re a terrible manager, then you think everything you do works well).
Enter the 5-minute check-in – a quick, focused chat that builds trust, uncovers issues early, and gives people the support they need and allows you to be a lil’bit nosey.
Why it works
First, these quick chats create psychological safety. When people know they'll have regular time with their manager, they're more likely to raise issues before they become problems.
Short, frequent contact beats the dreaded hour-long monthly meeting where everyone saves up their issues. People will be more receptive and less anxious to a meeting if it’s only 5 minutes long. The regular cadence means people spend less time wondering "when will I get feedback?" or "am I doing this right?"
That’s not to say you should never have a long meeting, sometimes you’ll need to get into the weeds or spend quality time, but this is a thing that you can do regularly that requires little in the way of prep and isn’t a threat.
What to include
A proper 5-minute check-in covers three key areas:
Current work - What are you working on right now? Any blockers?
Support needed - What do you need from me as your manager?
Wellbeing - How are you feeling today?
Each takes about a minute. The other two minutes? That's for conversation flow and the odd tangent that might reveal something important.
How to do it properly
The timing matters. Five minutes is long enough to be meaningful but short enough that it doesn't disrupt the day. It signals respect for everyone's time. This strict timeframe also forces efficiency – people learn to prepare and prioritise what matters most.
Frequency is key too. Daily works well for some teams, especially those working on fast-moving projects. For others, twice a week hits the sweet spot. The right frequency depends on your team's work cycle and how quickly priorities shift and how talkative your team are. (Sometimes, 5 minutes will turn into 20 and a quick coffee. This is not a bad thing.)
The setting should be casual. Try standing if possible – it naturally keeps things brief. Or walk and talk if you're in the same location. Remote teams can use quick video calls. The informality of these settings helps reduce pressure and encourages genuine conversation.
Most importantly, be present. Put your phone away. Close your laptop. This might only take five minutes, but those minutes should be fully focused. Nothing signals "you don't matter" more than a manager who's distracted during a check-in.
Questions that work
Good openers include:
"What's your main focus today?" - Talk about current priorities
"What's one thing I can help unblock?" - Solutions rather then problems.
"Is there anything new I should know about?" - Open question as a catch-all for anything that doesn’t fit into a standard shaped hole.
For wellbeing, try:
"How's your energy level today?" - This will get a WAAAY more honest answer than “How are you?”
"Do you feel you have what you need to succeed this week?" - Connect resources to outcomes.
"What's one thing we could change to make work better for you?" - This is great for inviting constructive feedback without making it into a big deal and a pile of paperwork
The magic happens in the follow-up. If someone mentions a challenge, ask "How can I help?" If they seem tired, ask if they need support. These deeper questions transform a simple status update into a genuinely supportive conversation.
What not to do
Don't treat this as a status report. This isn't about tracking progress – it's about supporting people.
Avoid turning it into a performance review. This isn't the time for deep feedback or career discussions. Those deserve their own space.
Never skip them when busy. In fact, busy periods are when these check-ins matter most.
Getting started
Try this for two weeks with your team. Five minutes, twice a week, with each team member. Keep it consistent. Same days, same times whenever possible. This creates a rhythm that people can count on. Predictability matters – when people know when to expect these conversations, they can prepare mentally.
After two weeks, ask for feedback. What worked? What didn't? Adjust accordingly. These check-ins should evolve based on your team's needs. Start small if needed. If you manage a large team, begin with a subset or lengthen the time between check-ins.
The real impact
The true power of these conversations goes beyond solving immediate problems.
They build trust. Trust that you care about your team as people, not just resources. This trust becomes the foundation for honest communication about bigger issues.
They create connection. Regular small interactions build stronger relationships than occasional big meetings.
Most importantly, they show people they matter. That their work has value. That someone is paying attention.
And that might be the most transformative five minutes you spend all week.